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| Criterion |  Operations Visual Management |  Operations Gemba Walk |  Innovation Contradiction Analysis |
|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. |
Complexitydifferent | Low | Low | Medium |
Timedifferent | Ongoing | 30-120 min | 60-120 min |
Participantsdifferent | 1-20 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Observation Notes, Improvement Ideas | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | SignalsOperationsVisual management | LeanObservationProcessOperations | ContradictionsInnovationProblem solving |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
